Forbes India — November 17, 2017

100 | forbes india december 29, 2017

Richest

10 0 Ind Ians

The

Vivek Chaand

Sehgal

chairman,

sAMVARDhANA

MOtheRsON GROup

It’s difficult to think of

Motherson Sumi Systems

without thinking of Maruti

Suzuki. The country’s

largest auto parts maker

and one of India’s leading

carmakers have been

working closely together

for the last 33 years.

From 1984, the business

relationship between Vivek

Chaand Sehgal, 60, and

RC Bhargava, 84, chairman

of Maruti Suzuki India

Limited, has bloomed into

a friendship of mutual

respect and admiration.

“We hold him [Bhargava]

in the highest esteem,”

says Sehgal. “Motherson

Sumi started its automotive

business with Maruti, and

since then Bhargava has

been a guide and mentor.”

In November 2016,

Motherson Sumi

inaugurated its new-

generation electronic

junction box plant in Noida.

In the photograph, taken at

the new facility, Sehgal is

seen briefing Bhargava of

the new developments. “We

have taken his [Bhargava’s]

advice and followed it

to the hilt through our

most tumultuous times.

If I were to consult one

person for true guidance

on any major decision,

it would be Bhargava

saheb,” Sehgal says.

—Salil Panchal

MA Yusuff Ali (in suit, on the right) says the inauguration of the first LuLu Hypermarket in Dubai in 2000

by His Highness Sheikh Maktoum bin Mohammed Al Maktoum (centre), the deputy ruler of the emirate,

was a game changer for his business

Vivek Chaand Sehgal (right) briefs long-time business partner and

friend RC Bhargava as they take a stroll in Motherson Sumi’s

new-generation electronic junction box plant in Noida

MA Yusuff Ali

managing director,

LuLu GROup

“If I were to pick an event

that turned out to be a game

changer for my business,

it would be the opening of

our first LuLu Hypermarket

on November 6, 2000,

in [Al] Ghusais, Dubai,”

says MA Yusuff Ali, 61.

After establishing himself

in the supermarkets and

department store segments,

Yusuff Ali was “quite keen”

on bigger formats that

would sell everything from

food to fashion, electronics

and lifestyle. “Looking

back, I must say it was

a slightly bold step for a

locally-grown retailer with

no international tie-ups

or support,” he recalls.

“I still remember those

hectic days and sleepless

nights, those never-ending

meetings with my team,

vendors, contractors, and

government officials.”

He adds: “Midway

through the project, there

were serious doubts about

its location. Some thought

it was in the middle

of nowhere, between

Dubai and Sharjah, but I

persisted. I was clear in

my mind: A hypermarket

of this size needs ample

parking, easy access and

good visibility.” Yusuff

Ali’s team completed the

hypermarket project just

20 days behind schedule.

“That was an achievement

when you consider our

lack of experience and

the size of the project.”

LuLu has since

expanded with bigger

and better hypermarkets

in all major cities of the

Gulf Cooperation Council

(GCC) apart from Africa,

India and east Asia.

—Ruchika Shah

TO

p: LULU G

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